Running a BI Organization in 2016 – Parts 1 & 2
If you run a business intelligence team of some shape or form at your company, you probably have a long list of tasks to complete. You are undoubtedly beholden to multiple stakeholder groups with inconsistent skills of their own, different demands of your group, and different perspectives about how they should be served. You undoubtedly have “your own” projects to complete, some being infrastructure and some providing more direct value to users. You also may be supporting production, which we all know comes first.
It’s a job that can leave you wondering at the end of the day if you’ve accomplished anything.
Many BI teams simply collect and broker skill sets to the broader organization. This is fine to a point (call it maturity level 1), but more mature BI teams understand that there’s more to BI. A BI team needs to be chartered in order to get beyond this level. It needs to be in partnership with business and application teams to produce ROI for the business, provide useful strategic ideas about data, and improve the organization’s data maturity.
A charter will help the team collect the right skills and go deep in certain areas and therefore be a clearly distinct part of the organization. You do not want to run a team that is only distinguished by your last hire. Other teams can make that hire, too.